In a market with a historic labour shortage, there is an urgent need for companies to find in-house talent. Long-neglected profiles are proving to be as valuable as they are profitable. These include, in particular, “grey-collar workers.” Here we take a look at these employees who were once neglected, but who are now considered indispensable by a rising number of companies.
In a context of shortage, does it really make sense to try to recruit only new and young talent, regardless of your most experienced employees? Many employers neglect their 50-year-old employees because they do not have the top qualifications.
However, it can be more profitable economically, and more strategically sensible, to trust an employee with unparalleled knowledge of the profession and of the issues in the field. To discover hidden talents that cannot be found externally, a skills assessment of the entire workforce is essential. This search for experienced employees has led to the emergence of a new phenomenon: the rise of “grey-collar” workers.
The term “grey collar” refers to an employee whose career path has taken them from the field to management. In other words, they are a “blue-collar” employee who has become a “white-collar” employee. Unlike their younger colleagues, they do not have the same academic background and sometimes even have very few qualifications.
But the profile of grey-collar workers is particularly attractive for companies. Indeed, these unique employees have both manual and technical skills. In most cases, they have a very extensive and solid local network, because it is older and more personal. They have unparalleled credibility with customers and other company contacts, as well as with the least qualified employees. Unsurprisingly, the work they can provide is therefore of high added value to a company.
The term “grey collar” refers to an employee whose career path has taken them from the field to management. In other words, they are a “blue-collar” employee who has become a “white-collar” employee. Unlike their younger colleagues, they do not have the same academic background and sometimes even have very few qualifications.
But the profile of grey-collar workers is particularly attractive for companies. Indeed, these unique employees have both manual and technical skills. In most cases, they have a very extensive and solid local network, because it is older and more personal. They have unparalleled credibility with customers and other company contacts, as well as with the least qualified employees. Unsurprisingly, the work they can provide is therefore of high added value to a company.
Grey-collar workers have long been overlooked and are now in high demand by employers facing a global labour shortage. The trend for fifty-something employees has even reversed, with some companies struggling to recruit or retain grey-collar workers. To avoid another talent drain, it is important to implement strategies to promote employee retention.
Empowerment and internal mobility are necessary to avoid resignations, especially from experienced and successful employees. To be fully effective, these measures should be accompanied by a review of employee compensation. In some cases, employers may find it useful to rethink the sharing of values and the personalisation of compensation.
The health crisis has shaken up the labour market, with many sectors facing mass resignations. Revaluing the work and role of senior employees is a real solution for companies struggling to recruit. Companies that choose to carry out a skills assessment of their employees very often discover that the best talents are already among their employees.
It is tempting to see the growing emergence of grey-collar workers as the revenge of senior employees. Traditionally, in France, people in their fifties have always found it very difficult to find a new job.
There are two reasons for this. Firstly, there is the belief that people over 50 get tired more quickly at work and are unable to cope with the same workload as their younger colleagues. However, due to the longer duration of working life, today’s 50-year-olds are often as dynamic as those in their 30s.
Secondly, the retirement of French workers, with the average retirement age between 58 and 61, is a major obstacle to recruitment. Few companies are willing to pay to recruit an employee who will only stay with the company for a few years. Here again, the reality is increasingly nuanced, as French retirement age legislation evolves.
Finally, many employers perceive 50-year-olds as too much of an investment. Their length of service entitles them to substantial remuneration, which many companies do not want to finance.
However, recruiting or promoting the most experienced employees allows companies to make real savings. It is less expensive than training young employees who have just graduated and are discovering the reality of the workplace. Moreover, it is more quickly profitable, because of the experience and multiple skills of grey-collar workers.